By mapping items directly into business driver quadrants, the graphed results focus team discussions on the most relevant issues and options. They consist of two axis, representing a set of conflicting interests or aspects, forming a table with four cells. The labels of the axis and the cells depends on the purpose of the quadrant analysis.
Strategic planning is analytical in nature and refers to formalized procedures to produce the data and analyses used as inputs for strategic thinking, which synthesizes the data resulting in the strategy. Strategic planning may also refer to control mechanisms used to implement the strategy once it is determined.
In other words, strategic planning happens around the strategic thinking or strategy making activity. While described sequentially below, in practice the two processes are iterative and each provides input for the other. Formulation ends with a series of goals or objectives and measures for the organization to pursue.
Environmental analysis includes the: Where are the customers and how do they buy? What is considered "value" to the customer? Which businesses, products and services should be included or excluded from the portfolio of offerings? What is the geographic scope of the business?
What differentiates the company from its competitors in the eyes of customers and other stakeholders? Which skills and capabilities should be developed within the firm? What are the important opportunities and risks for the organization? How can the firm grow, through both its base business and new business?
How can the firm generate more value for investors? Bruce Henderson  InHenry Mintzberg described the many different definitions and perspectives on strategy reflected in both academic research and in practice. Because of this, he could not point to one process that could be called strategic planning.
Instead Mintzberg concludes that there are five types of strategies: Strategy as plan — a directed course of action to achieve an intended set of goals; similar to the strategic planning concept; Strategy as pattern — a consistent pattern of past behavior, with a strategy realized over time rather than planned or intended.
Where the realized pattern was different from the intent, he referred to the strategy as emergent; Strategy as position — locating brands, products, or companies within the market, based on the conceptual framework of consumers or other stakeholders; a strategy determined primarily by factors outside the firm; Strategy as ploy — a specific maneuver intended to outwit a competitor; and Strategy as perspective — executing strategy based on a "theory of the business" or natural extension of the mindset or ideological perspective of the organization.
The first group is normative. It consists of the schools of informal design and conception, the formal planning, and analytical positioning. The second group, consisting of six schools, is more concerned with how strategic management is actually done, rather than prescribing optimal plans or positions.Emphasizing the importance of long-term strategic decision-making, The Strategic Decision-Making Mindset is designed to improve managers’ judgment and critical thinking skills using proven approaches, cutting-edge research, and behavioral economics.
Participants will understand the decision-making. Management Accounting | 15 Management Accounting and Decision-Making Management accounting writers tend to present management accounting as a loosely connected set of decision‑making tools.
The Quadrant, often referred to as a 2×2 matrix, is one of the most flexible and powerful tools for driving innovative solutions and guide strategic decision making in meetings. You have to know what kind of decision you’re making in order to make it well. What Makes Strategic Decisions Different.
But strategic decisions, such as entering a new market or. Group decision-making (also known as collaborative decision-making) is a situation faced when individuals collectively make a choice from the alternatives before them. The decision is then no longer attributable to any single individual who is a member of the group.
This is because all the individuals and social group processes such as social influence contribute to the outcome. Strategic Leadership and Decision Making. 2.
THE STRATEGIC ENVIRONMENT. You are living in the period of time that will produce more change for humanity than any previous era in history.